Roberts, Wallace To Help (CONT’D FROM PAGE 1 )
What the studies are showing is peer to peer learning sticks much better than anything I could do in the front of the room as an instructor. So, we added that element and this course is going to have what we call ‘knowledge transfer,’ where we are going to introduce new ideas. It’s going to have assessments where people can go out and assess how well they can build relationships and we’ll be able to see where they may have gaps in their learning. They are going to receive qualifying questions and exer- cises so they can write their own qualifying questions. And more importantly, they are going to go out and try to apply it in real-life situations. Over those four weeks, we are giving them homework assignments. They will go out and interview one of their customers. There’s going to be a lot of application exer- cises because, again, as we train adults we have to have knowledge transfer. It’s actually good if they struggle try- ing to do something new. So, when they come to the next meeting, we are going to ask them how it went. We are going to talk to their managers, Did your people work with you? How are their skills development? Where are they struggling most? This is going to be a very interactive, en- gaging, applicable training at a time they need it most. BCN: People have been forced to use technology that they are not all that comfortable using. How has that af- fected their ability to sell?
ronment. The learning objectives include how to ask re- ally good qualifying questions, how to build relationships virtually, how to speak the language of business, which is business acumen and be able to basically become a trust- ed advisor to your clients and not just another rep. I was fortunate that when I was a training leader for a $4 billion company called Tipton, they sent me to Harvard to learn how to train adults. What we quickly learned was that learning that is spaced out is really effective compared to “one and done.” I think we have all attended those kinds seminars and when we go back to our work we have to fight a number of different emergencies and we forget what we just learned. The design that Taryn Pyle, AICC’s Director of Education & Leadership Development, wanted was to space this over about four weeks. There’s also a sales enablement best practice, which is to train the manager before the salesperson because that is who the salesperson is going to go to for coaching. And if the manager doesn’t understand the content, the quickest thing they are going to do is dismiss it, and the salespeople will drop it because they feel their manager doesn’t believe in it. So, the design of this course is we are starting with the sales managers for the people participat- ing, we are going to give them a quiet, safe place to learn but also discuss amongst each other because another key thing that is built into this program is peer to peer learning.
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